1. Agile Enterprise Architecture:
Oxymoron or Savior?
Scott W. Ambler
sambler [at] ambysoft.com
twitter.com/scottwambler
Copyright 2012 Scott W. Ambler + Associates 1
2. Agenda
• Wouldn’t you like to…
• Enterprise architecture
• Agile enterprise architecture
• Enterprise architecture and
Disciplined Agile Delivery (DAD)
• Parting thoughts
Copyright 2012 Scott W. Ambler + Associates 2
4. Wouldn’t your development team like to…
• Get guidance regarding key architecture decisions
– e.g. So that you can safely start coding?
• Easily leverage existing systems, data sources, …
– e.g. So you can focus on providing new value?
• Have people who can mentor you
– e.g. So that you can learn new skills?
• Have sensible development guidelines to follow
– e.g. So that you can develop higher quality solutions?
• Have a tooling infrastructure that supports those guidelines
– e.g. So that you can efficiently develop those solutions?
Copyright 2012 Scott W. Ambler + Associates 4
5. Wouldn’t your organization like to…
• Maximize their return on investment (ROI) in IT:
– e.g. Spend the money wisely?
• Have systems which provide consistent and valuable behavior and data?
– e.g. Get solutions which meet their actual needs?
• Have flexible systems which can easily evolve to meet new market opportunities?
– e.g. Achieve true business agility?
Copyright 2012 Scott W. Ambler + Associates 5
6. Enterprise
Architecture
Copyright 2012 Scott W. Ambler + Associates 6
7. Defining Enterprise Architecture (EA)
Process-based definition*:
The process of translating business vision and strategy into effective
enterprise change by creating, communicating and improving the key
requirements, principles and models that describe the enterprise's
future state and enable its evolution.
Artifact-based definition**:
The organizing logic for business processes and IT infrastructure
reflecting the integration and standardization requirements of the
company's operating model. The operating model is the desired state
of business process integration and business process standardization
for delivering goods and services to customers.
*Gartner
**MIT Center for Information Systems Research (CISR)
Copyright 2012 Scott W. Ambler + Associates 7
8. The Potential Scope of Enterprise Architecture
Your enterprise architecture program may address:
• Enterprise business architecture. Understanding the business domain and
developing a business vision
• Enterprise IT architecture. Identifying the existing and desired IT technical
environment (may be sub-divided into information architecture, security
architecture, communications architecture, solution architecture, …)
• Facilities planning. Identifying and planning for physical buildings and supporting
infrastructure
• Portfolio management. Identifying and governing potential and existing projects
and product teams
• IT Governance. Overseeing, guiding, and enhancing all aspects of an organizations
information technology ecosystem
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9. Common Enterprise Architecture Configurations
Enterprise Enterprise
IT Architecture Business Architecture
Enterprise Architecture
Portfolio IT
Management Governance
Facilities
Planning
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10. Common Enterprise Architecture Configurations
Enterprise Enterprise
IT Architecture Business Architecture
Enterprise Architecture
Portfolio IT
Management Governance
Facilities
Planning
Copyright 2012 Scott W. Ambler + Associates 10
11. Common Enterprise Architecture Configurations
Enterprise Enterprise
IT Architecture Business Architecture
Enterprise Architecture
Portfolio IT
Management Governance
Facilities
Planning
Copyright 2012 Scott W. Ambler + Associates 11
12. What do Enterprise Architects Produce?
Business goals 67%
System inventory 65%
Architecture principles 64%
Development guidelines 55%
Reference architectures 44%
"As is" models 38%
"To be" models 33%
White papers 29%
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Copyright 2012 Scott W. Ambler + Associates 12
13. Do you have an EA program?
No
34%
30% Yes
17% Yes, and expanding
10%
9%
No, but we’re thinking about starting one
No, but I’ve experienced EA in other organizations
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Copyright 2012 Scott W. Ambler + Associates 13
14. EA Success Factors
People Issues:
#1 Active involvement of business leaders
#2 Active involvement of IT leaders
#3 Enterprise architects are active participants on project teams
#4 Enterprise architects are trusted advisors of the business
#5 Flexible enterprise architects
Business Issues:
#6 Having a business case for EA efforts
#10 Cost reduction
Process Issues:
#7 Continuous improvement/evolution of EA artifacts
#8 Architecture reviews
#9 Appropriate governance
#11 Master data management (MDM)
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Copyright 2012 Scott W. Ambler + Associates 14
15. EA Failure Factors
Business Issues:
#1 Insufficient time provided
#3 Too difficult to measure benefits
#6 No perceived benefit of EA program
#7 No executive endorsement
#10 Insufficient funding
#12 Cancelled due to political issues
#13 EA program successful but terminated
People Issues:
#2 Project teams didn't take advantage of the EA
#4 Enterprise architects perceived as "ivory tower“
#8 Enterprise architects weren't sufficiently flexible
#9 Enterprise architects perceived as impediment to success
#11 EA perceived as not viable
Process Issues:
#5 Development teams couldn't wait for enterprise architects
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Copyright 2012 Scott W. Ambler + Associates 15
17. Dueling Surveys
Enterprise Architects Agilists
“versus”
Ambysoft February 2012
EA Mini Survey
Agile Mini Survey
Copyright 2012 Scott W. Ambler + Associates 17
18. Enterprise Architects Agilists
70% of their firms have agile 49% of their firms have an EA
projects underway program
34% said their agile teams work 15% said their EA teams work with
with them well them well
44% thought that their agile teams 18% thought that their EA teams
addressed architecture well work in an agile manner
47% believe their agile 33% believe their EA teams
teams view EA positively view agile positively
We must
do better
Copyright 2012 Scott W. Ambler + Associates 18
19. Agile Enterprise Architecture: Definitions
• Process-based definition:
– The process of collaboratively defining, sharing, and nurturing common
business and technical visions and guidance within an organization to
maximize long-term value.
• Artifact-based definition:
– Sufficient models, documents, examples, and guidance describing an
organization’s existing and to-be states.
Copyright 2012 Scott W. Ambler + Associates 19
20. Create Slim Artifacts at First
• Prefer executable artifacts for
IT professionals
– Reference architectures
which include working
code
• Prefer simple visual diagrams
for non-IT professionals
– Don’t get bogged down in
details
• Your artifacts should evolve
over time
Copyright 2012 Scott W. Ambler + Associates 20
21. Take a Multi-View Approach
Copyright 2012 Scott W. Ambler + Associates 21
23. Work Closely With Stakeholders
• Few stakeholders are good at telling you want they want, and even so
their requirements evolve over time anyway
– An evolutionary (iterative and incremental) approach is critical
• The goal is to gain and then act on pertinent feedback in a timely manner
– Short feedback cycles are critical
Potential Non-IT Stakeholders Potential IT Stakeholders
End users Delivery teams
End user managers Maintenance teams
Senior business managers Operations
The “gold owner” Support
External regulators Internal IT regulators
Partner organizations Governance body
Copyright 2012 Scott W. Ambler + Associates 23
28. Early in the Lifecycle Enterprise architects may lead
initial modeling sessions or be key
sources of information
An enterprise architect
may become the
architecture owner on
an agile team
This is an important
portfolio management
activity that occurs
before a “project” Enterprise architects are
begins often important project
stakeholders
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29. During Construction
Enterprise architects
may coach team
members or provide
advice
Enterprise architects may be
involved with milestone
reviews or iteration demos
Copyright 2012 Scott W. Ambler + Associates 29
30. Late in the Lifecycle
Enterprise architects
may be involved with
milestone reviews
Copyright 2012 Scott W. Ambler + Associates 30
31. Governance is Built Into DAD
• Governance strategies built into DAD:
– Risk-value lifecycle
– Light-weight milestone reviews
– “Standard” agile opportunities for increased visibility and to steer the team
– Enterprise awareness
– Robust stakeholder definition
– Development intelligence
• These strategies make it easier for enterprise architects to collaborate with DAD teams
Copyright 2012 Scott W. Ambler + Associates 31
33. Why Agile Enterprise Architecture?
• Development teams can
– Get help with key architecture decisions
– Easily leverage existing systems, data sources, …
– Get mentoring in architecture skills
– Have sensible development guidelines to follow
– Have a tooling infrastructure that supports those guidelines
• Organizations can
– Spend their investment in IT wisely
– Get solutions which meet their actual needs
– Achieve true business agility
• But only if
– Enterprise architects work in a collaborative and light-weight manner
– Agile teams are enterprise aware
Copyright 2012 Scott W. Ambler + Associates 33
34. 1. Stop by the IBM booth (#204) in the exhibit
hall
2. Ask how to get 10 free licenses of IBM
Rational Team Concert.
3. Receive your complimentary copy of Agile for
Dummies
Copyright 2012 Scott W. Ambler + Associates 34
36. About Scott W. Ambler
• Principal, Scott W. Ambler and Associates
• IT Process Consultant
• Senior Contributing Editor, Dr. Dobb’s Journal
• sambler [at] ambysoft.com
• Twitter: scottwambler
Copyright 2012 Scott W. Ambler + Associates 36